Strategic Management And Strategic Competitiveness

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Strategic Management and Strategic Competitiveness
The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis
The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages
Business-Level Strategy
Competitive Rivalry and Competitive Dynamics
Corporate-Level Strategy
Merger and Acquisition Strategies
International Strategy
Cooperative Strategy
Corporate Governance
Organizational Structure and Controls
Strategic Leadership
Strategic Entrepreneurship

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Question 1

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Strategic competitiveness is achieved when a firm successfully formulates and implements a value-creating strategy.

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Question 2

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Alligator Enterprises has earned above-average returns since its founding five years ago. No other firm has challenged Alligator in its particular market niche; therefore, the firm's owners can feel secure that Alligator has established a competitive advantage.

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Question 3

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The goal of strategy implementation is to develop a permanent competitive advantage.

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Question 4

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Risk in terms of financial returns reflects an investor's uncertainty about economic gains or losses that will result from a particular investment.

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Question 5

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Average returns are those in excess of what an investor expects to earn from other investments with a similar amount of risk.

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Question 6

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?Above average returns are those in excess of what an investor expects to earn from other investments with similar stock prices.

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Question 7

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Returns can only be measured in accounting terms such as return on assets, return on equity, or return on sales.

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Question 8

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?To implement a firm's strategies, the firm takes actions to with the goal of achieving strategic competitiveness and above average returns.

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Question 9

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Economies of scale and huge advertising budgets are just as effective in the new competitive landscape as they were in the past.

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Question 10

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The two primary drivers of hypercompetition are the emergence of the global economy and technology.

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Question 11

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The rate of technology diffusion has been steadily increasing over the last two decades.

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Question 12

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While patents may be an effective way of protecting proprietary technology, many firms competing in the electronics industry do not apply for patents to prevent competitors from utilizing the technological knowledge that would be included in the patent application.

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Question 13

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Examples of incremental innovations include iPods, PDAs, Wi-Fi, and web browser software.

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Question 14

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The rapid rate of technological diffusion has increased the competitive benefits of patents.

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Question 15

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Developed countries still have major advantages in their access to information technology when compared to emerging economies because of the significant cost of the infrastructure needed for computing power.

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Question 16

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The rate of growth of Internet-based applications could be affected by strategies of Internet service providers charging users for downloading those applications.

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Question 17

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The new CEO of Opacity Enterprises is determined to make the long-established firm strategically flexible. The CEO feels that the employees of the company have the ability, training, and resources to engage in continuous learning. The CEO must encourage ambidextrous learning, absorbing new knowledge and building incremental knowledge.

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Question 18

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The I/O (industrial organization) model assumes that the uniqueness of a firm's resources and capabilities is the main source of above-average returns.

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Question 19

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The CEO of Twin Spires, Inc., is committed to using the expertise and resources currently in the firm to serve the needs of the natural gardening community by providing rare and native plants to individuals and nurseries around the United States. The perspective of the CEO of Twin Spires is consistent with the assumptions of the industrial organization (I/O) model.

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Question 20

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The five forces model suggests that firms should target the industry with the highest potential for above-average returns and then implement either a cost-leadership strategy or a differentiation strategy.

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